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Agile or Sabot-Agile: Help Your Management Understand the Difference

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What is the difference between "Talking Agile" and "Being Agile"? Do you find your management using Agile Buzz Words while they keep thinking and behaving in the same old same old way? How can you help your management understand the difference? Use this presentation to contrast between the Agile Manifesto & Principles & the Sabot-Agile Manifesto & Principles

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Agile or Sabot-Agile: Help Your Management Understand the Difference

  1. 1. “WHAT YOU DO SPEAKS SO LOUDLY, I CAN’T HEAR WHAT YOU SAY.” -Ralph Waldo Emerson AGILE OR SABOTAGILE? Help Your Management Understand the Difference RAVI VERMA, SmoothApps
  2. 2. What is your management saying being? AGILE SABOT-AGILEor MANIFESTO MANIFESTO We are uncovering better ways of developing software by doing it and helping others do it. We are uncovering better ways of faking Agile Software development, defending the status quo, and advancing our careers. #1 BLOG: Agile or Sabot-Agile?
  3. 3. What is your management saying being? AGILE SABOT-AGILEor MANIFESTO MANIFESTO Individuals and interactions over processes and tools Defining rigorous processes with Milestones, Phase Gates, and Audit Trails #2 BLOG: Agile or Sabot-Agile?
  4. 4. What is your management saying being? AGILE SABOT-AGILEor MANIFESTO MANIFESTO Working software over comprehensive documentation Tracking project and program progress with Gantt Charts, %-age completion reports and Red-Yellow-Green executive dashboards #3 BLOG: Agile or Sabot-Agile?
  5. 5. What is your management saying being? AGILE SABOT-AGILEor MANIFESTO MANIFESTO Customer collaboration over contract negotiation Holding resources accountable with baselined contracts with fixed-scope, fixed-dates, fixed-costs #4 BLOG: Agile or Sabot-Agile?
  6. 6. What is your management saying being? AGILE SABOT-AGILEor MANIFESTO MANIFESTO Responding to change over following a plan Preventing a descent into chaos with rigorous change control boards #5 BLOG: Agile or Sabot-Agile?
  7. 7. What is your management saying being? AGILE SABOT-AGILEor MANIFESTO MANIFESTO That is, while there is value in the items on the right, we value the items on the left more. This is how we have delivered software in the real world for decades. And this is how we are going to do it! #6 BLOG: Agile or Sabot-Agile?
  8. 8. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Our highest priority is to have resources deliver on scope, on time, on budget. #7 BLOG: Agile or Sabot-Agile?
  9. 9. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Rigorously control deviation from plan to prevent resources from wriggling out of commitments & to prevent business from moving the goal-posts. #8 BLOG: Agile or Sabot-Agile?
  10. 10. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Increase efficiency from resources through economies of scale, phase gates and large batch sizes. #9 BLOG: Agile or Sabot-Agile?
  11. 11. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES Business people and developers must work together daily throughout the project. Use proxies between business people and resources, enabling business people to be externally focused and do real work. # 10 BLOG: Agile or Sabot-Agile?
  12. 12. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Use management oversight, performance objectives and bell-curves to maximize output from resources. # 11 BLOG: Agile or Sabot-Agile?
  13. 13. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Use documents and e-mails with audit trails as primary means of communication with resources. # 12 BLOG: Agile or Sabot-Agile?
  14. 14. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES Working software is the primary measure of progress. Executive dashboards are the primary measure of progress made by resources. # 13 BLOG: Agile or Sabot-Agile?
  15. 15. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Resources work late nights, weekends and cancel vacations to meet deadlines. # 14 BLOG: Agile or Sabot-Agile?
  16. 16. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES Continuous attention to technical excellence and good design enhances agility. Resources meet commitments by delivering to production and then patching with agile fast-followers as needed. # 15 BLOG: Agile or Sabot-Agile?
  17. 17. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES Simplicity--the art of maximizing the amount of work not done--is essential. Leverage economies of scale by having resources deliver as many features as possible in each release. # 16 BLOG: Agile or Sabot-Agile?
  18. 18. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES The best architectures, requirements, and designs emerge from self-organizing teams. Hire smart technical leaders to come up with architecture and design that junior resources can implement. # 17 BLOG: Agile or Sabot-Agile?
  19. 19. What is your management saying being? AGILE SABOT-AGILEor PRINCIPLES PRINCIPLES At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Conduct postmortems with resources at the end of projects if time allows, as long as it does not interfere with resources doing real work. # 18 BLOG: Agile or Sabot-Agile?
  20. 20. AGILE OR SABOTAGILE? Help Your Management Understand the Difference RAVI VERMA, SmoothApps smoothapps smoothapps orgwhisperer Ravi Verma, SMOOTHAPPS

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